Archive for August, 2011

Nonprofit Job Sites Reviewed and Rated

Saturday, August 27th, 2011

Adrianne DuMond

In these volatile times, organizations may spend time agonizing over cut backs and layoffs. It is not just the nonprofit world that experiences this. It happens in the corporate world also. But nonprofits seem more prone to cutbacks or even resignations as budgets tighten, resources are cut, or the demands of handling difficult clients becomes too much of a struggle. 

I often peruse the many nonprofit web sites and blogs to see what the current issues are for nonprofits. I recommend a web site, which I use often, for a recent article I read about nonprofit job sites. The web site is www.blueavocado.org., and the author of the article is Tom Battin, who writes often about nonprofit issues for the web site.

 The article points out:

• Where are the best places to post jobs?, and

• Where are the best sites to look for nonprofit jobs? 

The article that Tom wrote for Blue Avocado reviews and rates 31 web sites for the specific criteria of best all-around site, best nonprofit site, best commercial site, and best international site. But there are also 27 additional sites which he has included which offer special features of employment. 

I spent some time checking to see if the sites Tom recommends come up easily on my computer, and they do. I believe it is important for leaders, who have the responsibility to give layoff notices, to also help employees by providing sources for new employment. Here is an excellent way to start.

 Author:  Adrianne DuMond,  Executive Coaches of Orange County,  www.ECofOC.org

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Dealing with a “Perfect Storm”

Monday, August 22nd, 2011

Robin Noah

I recently read an article where a comment was made that many people call the current economic environment for nonprofits a “perfect storm “. 

There are several descriptions for a perfect storm. The one I like is simple: it states that a perfect storm is an expression that describes an event where a rare combination of circumstances will aggravate a situation drastically creating conditions that become challenging and stressful. For nonprofits the storm manifests itself in the decrease of donorship and grants available to nonprofits. No question that the last 2 years could be described as a perfect storm. 

It seems like everybody is on a downward spiral financially. Government funding , corporate and foundations are struggling to develop Giving budgets that are reasonable for them based on the limitations of their funds and in many cases the amount they are giving lags behind the market recovery. So “catching up” does not seem to be in the immediate future. Add to that the rise of the need for services and it looks like a perfect storm. 

The question facing the nonprofits is what to do with what we have? How about being more assertive in promoting your organization? Show the funders that you are creating significant change in your mission ; not your plans and strategies – actual outcomes is what they are interested in, how you are impacting your clients. My recommendation is to consider taking action on at least 3 things:  

  1. Develop a compelling case: If you now have a case for giving, revisit the document and update to meet the current needs for your services 
  2. Write an article about your organization describing your relevancy to the issues that your clients are facing today and post it in a newsletter and any of the social networks you subscribe to. Stress how you can do so much more to meet the increased demand for services with additional funding. How you are filling a gap that others are not meeting.  
  3. Make your organization visible. Develop an outreach program to present to the segment of businesses and foundations that fund your organization.   

Keep in mind that the purpose or goal is to demonstrate that board and staff leadership is focusing on accomplishing its mission and takes very seriously its stewardship responsibilities; that you are deserving of greater financial investment so that you can provide services efficiently and effectively and meet the increased needs for your services. 

I may be preaching to the choir so if you are already doing most of the things recommended – pat your selves in the back. If you are not quite there it may be time to look for the next upward step to make your mark in the nonprofit arena, becoming a serious contender for significant funding.

 Author: Robin Noah, Executive Coaches of Orange County, www.ECofOC.org
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Fundraising Tips from Guidestar

Monday, August 15th, 2011
Bob Cryer

Bob Cryer

In July 2011, Guidestar published an article on their Top 10 Fundraising Tips. Three of their ideas seemed especially interesting.

The first was “How to get your Board more involved in fundraising” by staging a Board Member Thank-a-Thon. Many nonprofit Executive Directors are frustrated by their Board’s unwillingness to help fundraise. In fact, it is the #2 reason why EDs leave their post, according to a Compass Point study. A Thank-a-Thon gets Board members to come together one evening to call and thank recent donors. It is an easy way to get the Board to interact with donors, who are typically delighted to be thanked without being asked for more. Board members will leave feeling empowered and connected to your nonprofit’s work.

A second tip was on building loyal, happy donors. The tip makes the point that donors don’t give because you have needs. They give because you meet needs. Donors don’t want to hear about the difficulties your nonprofit is experiencing- no one wants to join a sinking ship. They want to know what their donations have been able to do to help people in the community and the issues that they care about, and what their next donation will enable you to do. “Emphasize impact and stories in all your communications with donors”.

A third tip was how to produce a profitable fundraising event. The key is to have a detailed plan that defines all the elements of the event, what each will cost and who will manage the process for insuring that each element arrives at the right place, at the right time and at the budgeted cost. Be cautious about making unrealistic assumptions about how many of the elements will be donated. A respectable outcome would be to generate $2 of revenue for every $1 of expenditure.

You can read about all of Guidestar’s Top 10 Fundraising Tips at http://www2.guidestar.org/rxa/news/articles/2011/top-10-fundraising-tips.aspx.

 Author:  Bob Cryer,  Executive Coaches of Orange County,  www.ECofOC.org

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Considering a Social Enterprise? Why Not?

Monday, August 8th, 2011

Larry Tucker

For decades now, Goodwill and the Girl Scouts have been using entrepreneurial ventures to create earned income, which is then used to fund the advancement of their mission. Hundreds of nonprofits throughout the world have followed this path to becoming more sustainable and less reliant on outside sources of funds.  

Most (maybe all!) nonprofits have assets, skills, knowledge or talents that can generate earned revenue. Some local nonprofits have created social enterprises: A child day care facility earns income by charging for evening and weekend care. A number of nonprofits use their facilities as event rental space. One organization who works with seniors uses their skills to teach classes for caregivers.  

Nonprofits can operate for profit businesses as long as those ventures are directly related to the pursuit of their social mission. Laws and tax codes vary by state and situation, so legal counsel should always be consulted before serious consideration begins.  

I’d suggest starting like this:   

  • Learn about social enterprises. There are many examples among local nonprofits. Go to the website of The Academies of Social Entrepreneurship for many facts and examples.   
  • Socialize the concept with your board and others in your organization. See how they react and if they have any objections or concerns.   
  • Attend training at the Social Enterprise Academies, a program of The Academies of Social Entrepreneurship to learn all the facets of starting a business.   
  • Brainstorm with your board and local business people about what marketable assets, skills, knowledge or talents exist in your organization.   
  • Establish at least one contact who can counsel you on legal and tax implications.   

Nonprofits will need to continue to look for creative ways to be sustainable. Starting a social enterprise may be a good alternative for your organization.

Author: Larry Tucker, Executive Coaches of Orange County, www.ECofOC.org

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Critical Path Thinking for Strategic Planning

Monday, August 1st, 2011

Adrianne DuMond

I am always surprised when agencies take time for a strategic plan, devote a day to earnest thinking, and feel stimulated by the endeavor, only to have the plan languish until next year. Oh, there are great intentions, committees get formed and chairmen are appointed. But the results may not measure up to expectations. 

 Here is another approach that might help Boards achieve the results they want. It is called ‘critical path method’ and it was started when project management became a way of planning and executing – especially in the aerospace, construction and software development businesses in the 1950’s.

 Critical path lays out the steps and timeline to achieve results in the most efficient way, meeting a targeted finish. For example, let’s say the Board decided at the strategic planning session to recruit 5 new Board members in the next year. Commonly, Sally may agree to be the Membership Chairman and the burden of acquiring new members becomes her challenge. 

 If we use the critical path method, we may achieve the results with specific tasks assigned, and more Board members becoming accountable. Here are the steps to our diagram. 

  1. Start – Jan. 15  
  2. Sally and committee identify potential new Board members – Feb. 15  
  3. Executive Director and committee host an open house at agency to showcase agency to prospective Board members – Apr. 15  
  4. Sally’s committee meets to identify potential members – April 30  
  5. Committee meets one-on-one with potential members to define interest and summarize responsibilities – May and June  
  6. Board member selectees are presented to the Board, and voted on – Sept. (if summer is dark for Board meetings)  
  7. New Board members meet at agency for reception and welcome- Oct.  
  8. New Board members attend the first Board meeting – Oct/Nov 
  9. Five new Board members attend the strategic planning session

The dates may slip and adjustments be made, but the Board now has a measurable outcome to evaluate its effectiveness and it can celebrate if completion is a success.

 If you have any engineers on your Board they will feel right at home using this method. But I have found that many professions embrace it, once they try it.

Author: Adrianne DuMond, Executive Coaches of Orange County, www.ECofOC.org

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